Fiscal 2020

Annual Operating Plans

March 31, 2020

Sophia School Corporation

Introduction
On the occasion of the announcement of our business plan for FY2020, I would like to offer a few words of greeting.
In response to the COVID-19 infection, Japan and the rest of the world continues to be in turmoil. We would like to express our
deepest sympathy to all those affected by the spread of the disease. We would also like to convey our heartfelt gratitude to all those
who are working tirelessly on the frontlines of disease control and treatment, including those in the medical and nursing fields.
Every Sophia School Corporation school postponed the start of classes, canceled graduation, entrance, and other ceremonies, andrestricted extracurricular activities. Since there is no prospect at this time when the virus will be contained, we have taken into
account the risk of infection of students, their families, faculty, and other school personnel, as well as the risk of transmission of thevirus from the school to society and have decided to take all possible measures to counter the situation. We would appreciate yourunderstanding on the matter. At the same time, based on the Jesuit educational spirit of "Cura Personalis (care for the entire
person),” we will provide appropriate support to the students who are beginning their studies at the school under these exceptional
circumstances, and we seek support from a diverse group of concerned persons and organizations in the initiative.
The year 2020 marked the second year of the “Grand Layout 2.1 (2019 - 2023)” (GL2.1), our mid- to long-term future
development concept. As a single-year plan for advancing the GL2.1 Action Plan, we have now formulated our 2020 Operating
Plan. The embodiment and revitalization of Jesuit Catholic education, which is a new and significant priority of GL2.1, is precisely
the contribution that Sophia is anticipated to provide under this uncertain social environment. In the educational spirit of “Men and
Women for Others, with Others,” we will overcome difficulties together with Sophia (wisdom) and with consideration for others.
March 31, 2020
Fr. Tsutomu Sakuma, S.J., Chancellor
Sophia School Corporation-2-

Ⅰ．Annual Operating Plans
A. Future Plans of Sophia University
1. Academic Planning
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Reconstructing undergraduate education with a view to next-generation society)(1) Centered on Jesuit human①Engage in organically collaborating

・In an effort to improve the educational system, the working

education based on our

specialized education and liberal arts

group along with others will review the proposed curriculum andfounding philosophy andeducation.

coordinate with the undergraduate departments②Achieve high-level liberal arts education

・Survey the status of active learningand practical education, as well as

・Raise awareness and introduce active learning

educational spirit, formulate
an educational system andorganization that canaccommodate
next-generation society.

achievement of education that is focused on
student initiative, experience and practice.
③Consider the establishment of an integrated

・Establish a teaching and learning management organization that

educational and academic organization.

corresponds to the revision of the education system(Restructuring graduate school education with a view to next-generation society)(2) Endeavor to enhance・Apply for the establishment of a Graduate School specializing in①Establish a degree program for adults.

next-generation graduate

international cooperation that offers evening and weekend

school education based oncourses mainly for working people, and conduct student

the founding philosophy andrecruitment

educational spirit.

②Review the student capacity of Graduate

・Not established for fiscal 2020

Schools and Programs.
③Promote interdisciplinary research and・Thoroughly investigate the status of cooperative courses

education.

・Conduct a survey on how cross-disciplinary programs are
implemented at other universities(Creating a global campus)(3) Promote global education①Introduce a world-class educational system.

and foster world-class human・Conduct research on international quality assurance standards
through international networks

resources.

・Introduce a new method of accrediting the transfer of study
abroad credits
・Continue analyzing various data related to international students
and consider conducting surveys②Make environmental improvements to・Increase the number of courses taught in foreign languages.

nurture global competency.

・Present a framework proposal for the establishment of the
Writing Center・Establish a new course: "Introduction to Academic Japanese”-3-GL2.1(3) Promote global education

Fiscal 2020 Operating Plans

Action Plan
③Improve student and program mobility.

・Develop online courses (COIL: Collaborative Online

and foster world-class humanInternational Learning) with prominent overseas universities

resources.

・Consider and develop new international education programswith academic outcomes, such as hybrid online/mobility
programs that allow students to plan the timing and duration of
their study abroad more flexibly, online joint courses withoverseas universities (COIL classes), and joint international
degree programs (DD, JD)
・Effectively utilize international co-curricular programs in Japan・Cultivate new exchange partner institutions and revitalize
exchanges with existing partner institutions
・Promote educational partnerships with the business community
and international organizations.
・Revise the system for accepting and sending out international
students after the resumption of their overseas travel④Establishment of SPSF

・Establish SPSF in four departments(Sophia Program for Sustainable・Deploy web advertising on overseas ranking websites

Futures) in AY2020⑤Strengthening the role and function

・Strengthen relationships and promote collaboration with theof Sophia's global network andSociety of Jesus network and consortiums

overseas offices

・Revitalize international network for research exchange
・Develop overseas partner universities as bases for the promotionof globalization
・Strengthen the functions of overseas-based offices and further
improve their efficiency through appropriate allocation based on
the activity strategy
・Implement practical programs at the ASEAN Hub Center andonline training programs(Ensuring the quality and diversity of new enrollees)(4) Diversify and review the①Design and implement a new admissions

・Improve system for transition to the new entrance examination

admissions program to secure

program in line with high school andframework (organization, system update, and change of vendor

a stable number of new

university articulation reform.

in charge of web-based application procedure system)

enrollees.
②Enhance student recruitment

・Focus on online PR activities as face-to-face PR opportunities

communications to secure students whose top

such as open campus and consultation sessions have been ceased

choices of schools include Sophia.
③Expand high school-university

・Consider and implement special entrance examination

collaboration.

restructuring (such as a special entrance examination system for
Catholic and Jesuit high schools)-4-2. Plans for research and academic exchange
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Enhancing research capacities)(1) Enhance the research①Promote research on priority

・Improve the research grant system of the Special Grant for Academic

capacities of the entire

areas that are unique to Sophia andResearch for the next academic year

university.

establish a research hub for suchareas.

・Consider and establish an evaluation system for the continuation of a
Research Branding Project・Consider specific institutional designs for the formation of research hubs

②Actively produce research

・Further encourage the hosting of international symposiums

outcomes and communicate・Strengthen dissemination of research results from research organizations

outcomes to audiences within andoutside the university.

・Consider how to disseminate information to overseas markets
・Promote input of research results into faculty education and research
information DB
・Strengthen the dissemination of information via online③Stably provide academic

・Enhance digital books

information.

・Upgrade information search interface (introduction of integrated searchtools, etc.)(Promoting collaboration)(2) Promote research①Develop intra-university

・Identify research seeds across all research fields and effectively disclose

exchange and collaboration

networks for interdisciplinaryand share themwith partners within andresearch.

・Promote joint research under the Special Grant for Academic Researchoutside the university

・Expansion of opportunities to promote exchange of researchers②Promote

・Strategically take part in events hosted underindustry-government-academia

industry-government-academic collaboration to match industrial needs

collaboration with government
offices and private companies.

with research seeds in a timely way
・Strategic patent application with a view to utilizing intellectual property
through collaboration with external personnel (URA, patent attorneyadvisors, industry-government-academia collaboration coordinators, etc.)
・Improve system to promote collaborative activities with overseas
institutions③Acquire external funds and・Increase the number of applications and projects adopted under thecontribute to industry throughGrants-in-Aid for Scientific Research (KAKENHI), as well as the number

research activities.

of contracts for commissioned research and joint research with parties
outside the university
・Encourage applications for large-scale external funds and strengthen
support systems for obtaining funds(Nurturing researchers)(3) Foster human resources①Foster and support early-career・Improve and expand Research Support Programs for Graduate School

who perform unique and fairresearchers.

Students
・Consider a system to support PD research activities within the university

research.
②Enhance and ensure research・Secure a continued implementation framework for university-wide

compliance.

research ethics education and compliance education（Term 2 Year 1）
・Promote the appropriate operation of new compliance measures,
including security trade control, etc.

-5-

3. Plans for student life support
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Establishing a health management system for students)(1) Seek to enhance the health①Develop an environment that can・Strengthen the emergency response system and consider

management system from both physicalaccommodate consultations frompartnerships with external organizations

and mental health dimensions.

various students and respond to urgent
issues.
②Reorganize the Bureau of Student

・Examine and prepare for the implementation of a new

Affairs and establish a Student

organization

Consultation Office (tentative name).
(Enhancing scholarship programs）(2) Develop and enhance scholarship①Design programs based on the basic・Thoroughly investigate and improve the "scholarshipprograms as well as increase theprinciples for granting scholarships.

programs" in response to the start of the new system of higher

scholarship fund.

education study support(Establishing a career education and employment support program)(3) Review current student support to be①Review the current career support

・Continue to acquire and analyze data on students’ use of theable to offer enable career education andprogram to accommodate changes in

Career Center

employment support with a view tojob hunting trends and working styles.

・Enhance student career path data acquisition

future work styles as well as

・Set up a working group to examine career educationaccommodate diverse students.

・Improve the quality of individual counseling・Enhance information collection from companies②Rebuild the administrative

・Organize guidance and seminar operations

framework and program of the Career・Prepare for the start of full-scale outsourcing of guidanceCenter.

management operations③Explore new potential employers

・Proactively develop companies that employ internationaland enhance support to meet diverse

students

student needs.

・Promote the use of the Career Center and provide effective
support for students with disabilities(Supporting social contribution activities)(4) Implement programs to achieve an①Explore diverse possibilities of・Achieve a symbiotic society on the occasion of the Olympic

inclusive society and support social

volunteer work and offer students

and Paralympic Games and foster the human resources who

contribution activities.

practical opportunities.

will be responsible for it②Increase hands-on educational

・Strengthen efforts to address the SDGs based on regional

programs off campus.

academic collaborations(5) Support student exchange and①Plan and operate educational

・Implement educational programs to develop global leadersactivate student life.

student housing.

(Activating student life)②Enhance the Amenity Space on

・Promote the Sanadabori Grounds Improvement Plan

campus and facilities for
extracurricular activities.
③Formulate frameworks for student

・Enhance events to encourage exchange among students at

support, including peer support

SSIC (Sophia Student Integration Commons) and the Active

programs.

Common.

-6-

B. Future plans for Sophia University Junior College Division
GL2.1

Fiscal 2021 Operating Plans

Action Plan

1. Division-wide planning

・Secure students’ enrollment through online admission publicity(1) Formulate a development plan for①Enhance organizational andthe medium- to long-term organizational

educational framework based onand educational framework of the Juniorfulfilled enrollment capacity.

activities

College Division.
(2) Strengthen collaboration between①Share and standardize measures

・Upgrade education and research use PCs and AV equipment in

the Junior College Division and Sophia

under Sophia School Corporation.

each classroom

University.

・Upgrade desks and chairs in large classrooms in Building 4

2. Academic planning(3) Promote the internal quality①Enhance the development of・Improve the annual growth rate of the TOEIC-IP test.

assurance of education.

human resources who can contribute・Expand the range of subject selection by offering Elective

to society by acquiring the abilities
required as indicated in the Degree
Policy.

Liberal Arts courses once a week
・Reduce the number of students in Compulsory Elective
English courses
・Continue to consider ways to improve students'
communication and writing skills*
・Implement online classes②Establish a system that will・Measure the effects of profound liberal arts knowledge in themeasure the effectiveness, assess andCompulsory course “Philosophical Anthropology I”

improve liberal arts education.
③Promote education that boosts・Continue the use of a new e-learning system linked to English

English language proficiency.

courses(4) Promote support for diversified①Offer appropriate career support for・Continue measures to foster the strength to achieve the career

students.

diversified students in designing theirpaths aspired by individual students

3. Student support

・Continue measures to reduce the number of students who havefutures.

yet to determine their career paths, as well as students who areon leave of absence or have withdrawn
・Implement online guidance and interviews
4. Liaison with local communities(5) Endeavor to further improve the①Enhance community contribution

・Enhance service learning related courses and activities using

quality of community contribution.

through service learning.

online methods*Recommendation of the Expert Committee on Student Life and Career Guidance based on the 2014 certified evaluation and accreditation-7-

C. Future plans for Sophia Social Welfare School※At the May 2019 Board of Directors meeting, it was decided that the Social Welfare School will stop accepting students for the 2020
academic year. The faculty and staff will continue to provide education and student life support to current students throughout 2020.

1. School-wide planning・Confirmation of various procedures (preparations for revocation of designation as a training school) related to school closure (endof AY2021)
・Initiate procedures for termination of the Mental Health Social Worker correspondence course・Coordinate the transfer ofoperations related to the Sophia Social Welfare School graduates after the school closes

2. Academic planning・Provide continuous practical training and employment support to Christian social welfare facilities

3. Student support
・Enhance the school as a designated training institution for qualification acquisitiona) Strengthen the support system for national examinations
・Enhance outreach education programsa) Strengthen cooperation with the Sophia University Alumni Association of the Sophia Social Welfare School and externalorganizations
・Strengthen the support for international students' study and lifestylea) Identify the status of international students by conducting individual interviewsb) Implement support for national certification

4.Other・Make improvements to the student support system amidst the COVID-19 pandemic

D. Future plans for continuing education※At the April 2019 Board of Directors meeting, it was decided that Sophia Community College, which is currently responsible for
Sophia University's adult and continuing education, will terminate its course offerings as of AY2019. In the future, the Board of
Directors will look into a new continuing education based on the Action Plan set forth in GL2.1.

-8-

E. Future plans for the four schools under the Secondary School Division
GL2.1

Fiscal 2020 Operating Plans

Action Plan

1.Enhancing the educational program(1) Formulate a①Enhance the ILP【Eiko】

program to promote(Ignatian・Continued implementation of various hands-on learning programs and review of new plans

understanding andLeadership【Rokko】

permeation of Jesuit

Program).

・Promote course evaluation and reflection, and confirm progresseducation.

【Hiroshima】
・Enhance the ICP contents and train faculty and staff members by continuing the weekly
ILP contact meeting.
②Enhance【Hiroshima】

partnerships with・Develop training programs to deepen the understanding of Jesuit education, and to review

Jesuit universities

potential partner universities

and educational
institutions.
(2) Reorganize the①Improve the four

【Rokko】

curriculum, looking

English skills

・Implement continuation and evaluation of courses by outsourced native instructors

ahead to the 2020

(especially【Hiroshima】

university admissions

Speaking).

・Continue online English conversation in the third year of junior high school and the first year

reform.

of high school (to be carried out if the situation permits)【Sophia-Fukuoka】
・Continue English department training②Accommodate the【Eiko】

next Guidelines for・Finalize the educational curriculum based on the next Guidelines for the Course of Study

the Course of Study.

【Rokko】
・Prepare for implementation of curriculum changes in AY2021【Hiroshima】
・Send faculty members to participate in various training programs (to be carried out if thesituation permits)【Sophia-Fukuoka】
・Continue research on teaching and hold faculty and staff training sessions with a view to the
new Guidelines for the Course of Study and the new public common university entrance
examinations(3) Promote high①Consider and【Eiko】

school-university

implement detailed

・Consider and implement the Sophia University Jesuit High School special recommendation

collaboration.

plans for highsystemschool-university【Rokko】

collaboration.

・Participate in projects in cooperation with high schools and universities, starting with the
Global Issues Learning Program・Invite professors and lecturers from Sophia University give special classes
・Consider and implement the Sophia University Jesuit High School special recommendation
system【Hiroshima】
・Continued participation in the "Global Science" program in collaboration with Hiroshima
University
・University tours to Hiroshima University, University of Tokyo, etc.
・Consider and implement the Sophia University Jesuit High School special recommendation
system-9-

GL2.1

Fiscal 2020 Operating Plans

Action Plan

(3) Promote high②Strengthen【Eiko】

school-university

collaboration with・Consider and implement the Sophia University Jesuit High School special recommendation

collaboration.

higher education

systemdivision.

【Rokko】
・Consider and implement the Sophia University Jesuit High School special recommendation
system【Hiroshima】
・Conduct classes and lectures by inviting faculty members from Sophia University (to be
carried out if the situation permits)・Consider and implement the Sophia University Jesuit High School special recommendation
system【Sophia-Fukuoka】
・Continue educational partnership programs with Sophia University.

(4) Address①Enhance【Rokko】

globalizationinternational

・Strengthen the department in charge of international exchange (through staff increase)exchange programs.

【Hiroshima】
・Start a new training program in Cambodia (to be carried out if the situation permits)(5) Consider ways to①Consider measures【Eiko】

secure new enrollees,

to secure examinees.

・Consider more effective public relations strategies

looking ahead to a

【Rokko】

future with fewer

・Consider a change of starting time and other measures to secure students who commute tochildren.

school from remote areas
・Further enhance public relations activities including briefings and open campus【Hiroshima】
・Continue public relations activities at open campus, school information briefings, cramschools, etc.
・Revise school pamphlets and website【Sophia-Fukuoka】
・Redesign the homepage for enhanced public relations activities
・Improve the convenience and prompt collection of examination data through introductionof an online application system

2. Student support(6) Promote support①Provide support【Eiko】

for diverse students.

for students with・Create an educational consultation system centered on a new school counselorvarious backgrounds.

【Rokko】
・Create a learning environment for students who attend school in separate rooms【Hiroshima】
・Conduct in-house training sessions for deeper student understanding【Sophia-Fukuoka】
・Conduct training on developmental characteristics②Provide learning【Eiko】

support in・Provide supplementary classes and tutoring for students whose grades have not reachedaccordance withexpected standards

individual【Rokko】

proficiency levels.

・Involve outsourcing to implement efficient measures for students whose grades have notreached expected standards- 10 -

GL2.1

Action Plan

(6) Promote support②Provide learning【Hiroshima】

for diverse students.

support in・Place students in different classes according to their proficiency levels at the supplementary

accordance withclasses offered during long recesses.

individual・Prepare diversified homework for long school recesses in accordance with the varying levels

proficiency levels.

of attainment of different students

Fiscal 2020 Operating Plans【Sophia-Fukuoka】
・Conduct supplementary lessons and after-school guidance③Provide and【Hiroshima】

enhance an・Consider securing spaces for self-study and improving the environment to accommodate suchenvironment forneeds

self-study.
④Develop a【Eiko】

financial support

・Continue the Eiko Society of Jesus Scholarship Programsystem.

【Rokko】
・Consider implementation of evaluation and continued system operation after increase in thescholarship award limit【Hiroshima】
・Enhance scholarship programs so that they meet the expectations of a Jesuit school.

3. Financial and property division(7) Maintain and①Formulate and【Eiko】

manage learning

implement a plan for・Formulate countermeasure plans for areas requiring maintenance and consider budgetaryenvironments (school

the improvement,

policies

building, school

maintenance and【Rokko】

premises andmanagement of・Consider removing block walls that do not meet safety standards and gradually implement

facilities)

facilities.

other earthquake-resistant measures【Hiroshima】
・Begin to consider plans for construction of a new school building
・Implement waterproofing work on the high school building roof
【Sophia-Fukuoka】
・Consider ways to effectively utilize the land formerly used as an educational garden,
including the option of selling the land
・Formulate the refurbishment plan for the Special Building.

②Develop an ICT【Eiko】(Information and・Loan out computers for teachers to use in classes and for various communication tasks

Communication
Technology)
environment.

【Rokko】
・Develop a mid-term plan for the introduction of Wi-Fi environment and ICT education【Hiroshima】
・Install LCD projectors in classrooms, and plan and set up Wi-Fi access environment
・Provide one tablet PC for each student for use in educational guidance【Sophia-Fukuoka】
・Refurbish the computer classroom(8) Improve the①Formulate a【Hiroshima】

safety of school life.

disaster prevention

・Continue to request the government to reinforce erosion-control dams

plan.

【Sophia-Fukuoka】
・Formulate a disaster prevention plan

- 11 -

GL2.1

Fiscal 2020 Operating Plans

Action Plan

(8) Improve the②Identify【Eiko】

safety of school life.

disaster-prone areas

・Carry out research for landslide prevention

and formulate and・Continue to follow up with the government to address hazardous areas

implement【Rokko】

countermeasures.

・Evaluate the “safety-check system” and consider ways for implementation【Hiroshima】
・Conduct construction work to address disaster-prone areas (slope collapse prevention work on
the lower ground) (to be carried out if the situation permits)

4. Personnel division(9) Promote①Formulate a【Eiko】

appropriate

personnel recruitment

・Formulate and implement a personnel plan in line with the timing of faculty and staff

recruitment based onplan reflecting thethe personnel

age structure.

recruitment plan.

transfers【Hiroshima】
・Formulate a personnel recruitment plan based on the age distribution of faculty and staff
members(10) Train school①Train school【Rokko】

management

managerial staff and・Train candidate personnel for the next school principal and review rules for the selection(principals, viceformulate rules andprincipals school

regulations for theiradministration

selection.

managers).

process【Hiroshima】
・Continue to compile manuals to facilitate smooth transitions
・Revise the Principal Selection Committee Regulations, etc.
【Sophia-Fukuoka】
・Train school managerial staff

F．Plans to reinforce the foundations of Sophia School Corporation
1. Promote understanding and permeation of Jesuit and Catholic education
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(1) Build a①Enhance the Catholic・Implement the planned "Leadership Program"foundation for

Jesuit Center,

・Compile and prepare materials and a website to promote deeper understanding of Jesuit

maintaining,

especially approachingeducation

passing down,

faculty and staff.

constantly applying

・Hold training sessions targeting faculty and staff members to promote deeper understanding of
Jesuit education

and renewing

・Discuss the ideal organization or personnel promoting Jesuit education.

tradition.
②Develop an

・Establish the “Sophia Archives,” a specialized organization

organization for・Strengthen cooperation between the Sophia Archives, the Kirishitan Bunko Library, theenhancing the archives.

Catholic Jesuit Center, etc.

③Enhance the archives

・Draft policies for collection and compilation of historical materials under the Sophia Archives

as a Sophia School

Steering Committee

Corporation as well as・Conduct investigations on the material in collaboration with the Society of Jesus Headquarters

at each school.

・[University] Promote efforts to compile the university history
・[Secondary school] Establish a framework for collecting and managing historical material ateach school- 12 -

2. University-wide plans
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Promotion of governance reform)(1) Build and install an①Build and implement a

・Evaluate progress using KPIs and share them within the University

operational system that

scheme for the verification,・Commence review of the medium- to long-term plan in light of the impact ofenables the planningproposal and instructions

functions and prompt

related to GL2.1/Action Plan.

decision-making.

②Clarify the authority of・Verify the role of the administrative organization

executives and executive

・Thoroughly investigate the status of the Rules and Regulations for

positions and formulate relevant

Decision-making Authority

the COVID-19 pandemic

rules and regulations.
③ Reorganize and integrate・Confirm status of the committee organization and the burden on officers andconferences and committees

employees

based on their functions and・Improve the support system for the President

strengthen their planning
functions.
（Establishing a PDCA cycle for academic management）(2) Build and install an①Establish a PDCA

academic management(Plan-Do-Check-Action) cycle

system based on guaranteed

to guarantee the quality ofquality.

education and build a

・Present specific proposals for an internal quality assurance evaluation systemframework for its
implementation.
②Build and operate a・Share the 2019 internal self-inspection and evaluation results within the

self-evaluation cycle andUniversity

system in light of・Begin preparations for receiving accreditation evaluationaccommodating certified
evaluation and accreditation.
③Build an academic audit

・Information gathering for the creation of an academic auditing systemsystem.
(Risk management)(3) Enhance risk

①Identify critical risks faced by・Monitor the occurrence of new major risks and draft countermeasuresmanagement.

the Sophia School Corporation,

・Conduct and evaluate existing critical risk countermeasures

implement and manage
measures, improve the precision

・Improve progress management of critical risk countermeasure implementationof the verification scheme(Further improving IR functions）(4) Enhance IR①Collect and manage

・Strengthen IR data communication and penetration among faculty and staff by(Institutional Research)

information required forsharing IR meeting materials

activities that support

decision-making and establish

decision-making.

reporting functions.
②Utilize IR data in formulating

・Analyze and verify Annual Operating Plans by utilizing GL2.1 survey results

and verifying the Annual
Operating Plans.

- 13 -

GL2.1

Fiscal 2020 Operating Plans

Action Plan

(4) Enhance IR③Enhance communications of・Organize data items for Statistics, Annual Report, and Factbook and reduce(Institutional Research)

IR outcomes within and outside

workload

the university.

・Make more use of secondary available data (e.g., visualization of changes in

activities that support
decision-making.

study abroad data over time)(Strengthening collaboration with stakeholders)(5) Enhance relations with

①Earnestly collect information

・Enact information management and operation rules and look into ways tostakeholders who support

on alumni.

utilize university resources in conjunction with the start of the new alumni DB

Sophia School Corporation.

operation
・Obtain the contacts of returning study abroad students and build a network
among them
②Strengthen collaboration with・Develop new novelty items for supporters' associations and consider andthe Sophia Parents' Association

introducea menu of new membership benefits

and guarantors.
③Enhance contributions to・Give specific consideration and conduct projects in collaboration withlocal communities.

neighborhood organizations and businesses

3. Organizational and personnel plans
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Improving the performance of the faculty organization)(1) Improve the①Improve the・Design a system for setting organizational goals that respects the autonomy ofperformance of

educational and researchteaching and learning organizations (faculties, departments, graduate schools, andfaculty and academic

environment to achieve

research institutes)organizations.

improvement in faculty・Implement measures to improve the evaluation of individual faculty members with an

performance.

aim to improve faculty performance②Reorganize the・Plan and determine reorganization of facilities, departments, graduate schools, andacademic organization toresearch institutes

promote the realizationof Sophia20-20-20.
(Improving the abilities of administrative staff)(2) Improve the①Establish a staff

・Execute the effectiveness of staff development programs to encourage self-motivatedperformance of staff

personnel system to achieveand self-disciplined actions based on the purpose of the revised evaluation system

and administrative

improved staff

・Implement SD (staff development) to achieve organizational targets

organization.

performance.

・Rate full-time employees in line with job level grades and implement appropriate staff
allocation measures②Establish a structure to・Propose measures associated with the workstyle of staff members with a view to the AI

improve the productivity oferaincreased sophisticated,

・Trial introduction of administrative reform utilizing RPA (Robotic Processcomplicated andAutomation)

specialized administrative

・Promote inter-sectional (transcending teams or administrative responsibilities)

work.

project-oriented operations and establish a framework for university-wide cooperation
・Implement flexible work styles to suit lifestyles in light of the impact of the
COVID-19 pandemic (telework, flexible work hours, staggered work hours, etc.)
and verify the effects- 14 -

GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Improving personnel expenses dependency rate)(3) Achieve efficient①Review personnel

・Reduce the number of course offerings from the perspective of reviewing the number

organizational

expenditure structure.

of hours taught by full-time faculty, courses taught by part-time lecturers and course

operations andofferings (courses with less than ten students enrolled, timing of offering)

structural reform of・Review the appropriate faculty-related personnel expenditures from a curriculum

personnel expenditures.

perspective
・Improve staff-related personnel expenditures and implement staff laborproductivity improvement measures
・Promote administrative reform utilizing RPA・Promote further outsourcing of work by utilizing project companies②Reorganize the・Formulate and determine measures to reorganize undergraduate departments, graduate

academic organization andschools, and research institutes in light of the COVID-19 pandemic

administrative organization

・Propose and decide the appropriate allocation of staff members to faculty or
department offices or research institutions(Promoting diversity)(4) Create an activated①Activate the organization

・Promote measures associated with foreign nationals, individuals with disabilities

organization based onby diversifying humanand the elderly

faculty and staff

resources.

diversity.

・Promote measures associated with LGBT

②Improving the workplace

・Promote innovations through faculty-staff partnership projects (2020 Olympic andenvironment to enhance a

Paralympic Games, support for working women, etc.)

sense of belonging among

・Further enhance mental healthcare and implement improvement measures in thefaculty and staff.

organization(Collaboration among schools)(5) Increase①Address issues

・Identify personnel and labor issues of the Secondary Education Division, andcollaboration

associated with personnel

formulate and implement solutions

among schools

and labor management.

established②Promote collaboration

・Consider the nature of personnel exchange between secondary and higher

between the secondary

education departments amidst COVID-19 pandemic

under Sophia School
Corporation.

school division and higher
education division(including personnel
exchange).

- 15 -

4. Financial plans
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Strengthening the financial base)(1) Enhance self-financed①Secure stable revenue from tuition

resources.

and student fees, etc.

・Not established for fiscal 2020

②Secure stable revenue from asset

・Constantly verify the asset management policy and secure asset

management.

management revenue based on high risk management③Secure revenue sources by utilizing

・Increase revenue from fees for using facilities and equipment

assets (fixed assets, intellectual
property).
(2) Proactively secure①Increase revenue from endowments

・Review channels for recruiting new donations and increasing repeatingexternal funds.

by enhancing campaigns fordonors.

donations.
②Increase Grants-in-Aid for・Enhance the research support system

Scientific Research (KAKENHI) and・Increase programs that incentivize researchersother external research funds,
including commissioned researchfunds.
③Increase revenue by promoting

・Increase revenues by promoting operation outsourcing and supporting thebusiness operations of affiliatedlaunch of new businesses based on SCS’ operational profitability

business firms and through increased

verification

endowments to Sophia School
Corporation.
(Utilizing limited resources)(3) Appropriately allocate①Allocate the budget based on a

the budget

medium- long-term financial plan and・Review and budget medium- to long-term financial plansbusiness evaluation(4) Constantly engage in①Keep track of the revenue andsaving expenses

expenditures for each school based on・Formulate a scheme to reflect the results of management accounting in thebudgeting policy

management-accounting andimplement necessary measures②Promote reductions of・Select expenditures items and target amounts to reduce (reduction of

fixed expenses

waste, promotion of energy conservation, etc.)(5) Enhance reserve assets①Increase Reserve Assets for・Formulate a budget that balances revenue and expenditure (current fiscal

to maintain and improve

Depreciation.

year balance of revenue and expenditure = 0)

①Increase the No.3 Capital Fund.

・Enhance recruitment of donations for the purpose of increasing funds.

(Increasing special assets)

the research andeducational environment.
(6) Increase the scholarship
fund.

・Incorporate the difference of revenue and expenditure into the fund basedon a determined schedule- 16 -

5. Plans for facilities and equipment
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Improving and maintaining an environment for research and education)(1)Improve environments①Formulate a medium- to・Consider a medium- to long-term research and education environment

for research and education.

long-term campus improvement

improvement plan (Second Campus Improvement Plan).

plan.
②Diversify educational methods,

・Refurbish Buildings 3, 4, 8, 9 and re-allocate spaces to various facilities

sophisticate research, globalize the・Formulate an implementation plan for the Yotsuya Campus exterior

campus, and address

maintenance

universalization.

・Formulate an implementation plan to refurbish the Sanadabori Field
・Formulate a construction implementation plan for a new school building on
the former Kyoei Building site
・Review of refurbishment plan for Building 2 and others(2)Maintain facilities and①Formulate medium- and・Formulate a medium- to long-term maintenance plan for facilities andequipment.

long-term maintenance plans,

equipment, including preventive maintenanceincluding preventive measures, forfacilities and equipment.
②Level maintenance-related costs.

・Perform maintenance of facilities and equipment based on the prioritizationof measures
・Implement energy-saving measures(Addressing risk associated with faculties and equipment)(3) Improve campus safety①Refurbish and maintain faculties

・As part of our preparations for large-scale disasters, we are replacingby preparing facilities andand equipment to accommodate

emergency supplies and emergency food for faculty and staff

equipment for naturalvarious risks.

disasters.

- 17 -

6. ICT Plan
GL2.1

Fiscal 2020 Operating Plans

Action Plan

(Harnessing ICT)
(1) Implement further①Make improvements to provide a・Renew and relocate Sophia Mail server

upgrades to ICT-based

more user-friendly network,

・Enhance the wireless LAN

research and education andincluding installing a wireless LAN

・Network enhancement in Buildings 3, 4, 8, and 9

student support.

service.

・Update equipment for teaching and research network②Improve and expand classrooms

・Construct a new computer classroom

and studying environments.

・CALL classroom system update(2) Effectively utilize ICT①Update and enhance office・Update administrative network equipment

as a tool for formulating

infrastructure.

・Individual divisions to support administrative systems

managerial strategies.

・Set up operational rules for administrative systems②Develop/update the electronic

・Refurbish Loyola (curriculum changes, etc.)

administration system and increase・Additional refurbishments to the Loyola study-abroad-students

the use of cloud solutions.

management system
・Additional refurbishment of the admissions system
・Develop Loyola student health checkup system
・Update the library system(Improving the ICT environment)(3) Establish an①Formulate a manual andoperational/managerial

guidelines based on the Information

framework to strengthen

System Security Policy.

information security.

②Establish an information security

・Expand information security-related rules and regulations

・Formulate information security audit procedures

audit system.
③Continue offering information

・Introduce e-learning for security education

security education.

・Offer training against targeted attacks- 18 -

Ⅱ. Basic Approach of Fiscal 2020 Budget
In order to promote the important agenda set out in the Sophia School Corporation Grand Layout 2.1, we must optimally
allocate the limited financial resources that we have (budgetary allocation).
Faced with new financially impactful challenges, including developing new research and education based on the important
agenda and improving the research and education environment based on the campus renovation plan (including the secondary
school division), we need not only to judge whether or not a new program is appropriate but also to take this opportunity to strictly
review existing projects and their budgets. Then, we must formulate and execute an appropriate, fair and minimum budget that is
not regulated by vested interests, precedents and customary practices.
Furthermore, a school corporation’s payments must be balanced. At Sophia School Corporation, we particularly consider it
urgent and critical to make efforts to balance current year revenue and expenditure, and therefore pursue fiscal health. We aredetermined to establish across the Corporation the acknowledgement that we must consider how to effectively deal with theseemingly contradictory measures of addressing critical issues and allocating budget for the enhancement of research andeducation.
1. Proposing and properly implementing budgets in line with the Annual Operating Plan
All faculty and staff members must deepen their understanding of Sophia School Corporation’s critical issues and fiscal
situation, propose an appropriate budget in line with the Operating Plan and strengthen their awareness of the importance ofproperly using official funds.
When executing the budget, individual transactions should be rigorously carried out, regardless of the amounts executed,
from the perspective of compliance, economic efficiency and effectiveness.
2. Prioritizing the budget for important agenda
We will prioritize budgetary allocation for measures including research and education activities and infrastructure
improvement associated with the important agenda identified in the Sophia School Corporation Grand Layout 2.1.
3. Achieving budgetary balance through improved revenue and expenditure
We will continue to review and further streamline operations and endeavor to further balance revenue and expenditure.
We will also consider specific measures regarding unprofitable operations based on an accurate accounting of revenue
and expenditure and carry out revenue-increasing and cost-cutting measures regardless of the amounts involved.
4. Deriving maximum effects from cost reduction and a minimum budget
In order to proactively promote new initiatives, we will consider cutting costs and implementing cuts in existing researchand education operations with no exceptions.
We will also explore creative ways to achieve larger outcomes with a smaller budget by further endeavoring to use limited
funds effectively and cut recurring costs.
5. Reducing the personnel cost dependency ratio
We will rationalize operations and pursue efficiency by utilizing human resources and reduce the personnel costdependency ratio in the Sophia School Corporation Statement of Revenue and Expenditure.
6. Securing revenue from tuition and other student fees
Amid stricter admission capacity control by the Ministry of Education, Culture, Sports, Science and Technology and a
downward trend expected in the number of students due to a declining 18 year-old population, we will secure stable tuition
revenue, which constitutes the financial foundation of Sophia School Corporation.
7. Making active efforts to secure external funding
We will proactively secure external funding and in principle, procure the financial resources required for various
activities, including new initiatives.
We will continue to enhance the foundations for soliciting donations as well as involve all university faculty and staff- 19 -

in recruiting donations in order to enhance student support programs, including the funds and scholarships established as partof the centennial celebrations.
8. Performance evaluation and optimization of internal research funding scheme
As a part of the PDCA cycle for research activities, we will review the research funding scheme and improve
operations, considering the status of research outcome communication and utilization of the research funding scheme basedon the evaluation results offered by the Research Evaluation Committee. Acknowledging the formulation and establishmentof research hubs, as well as promoting research outcome communication and support for fostering young researchers asimportant agenda, we will pursue the further optimization of our research fund scheme.
9. Introducing managerial accounting methods and promoting selection and concentration
In order to build a stable financial foundation and facilitate advancements in the critical issues set out in Sophia School
Corporation Grand Layout 2.1., we will request budget amounts by business activity objective and reflect this in themedium- to long-term financial plan. We will also properly gain knowledge of the status of revenues and expenditure bysegment, including by business activity or department and facilitate selection and concentration through constant evaluation
and review.

- 20 -

Sophia School Corporation
FY2020Cashflow Statement
Unit:1,000Yen

IncomeItem
Tuition and other student fees
Entrance examination fees and other fees
Donations
GrantsIncome from the sales of assets
Income from business activities
Interest and dividend
Miscellaneous
Loans
Prepayed tuition and other deferred credits
Other Income
Income-flow adjustment△

Cash and equivalents carried over from previous year
Total

FY2020FY201919,519,187
1,071,795
484,000
4,180,619
3,313,240
1,245,166
432,226
1,090,404
500,000
4,455,600
8,234,460
5,061,560
9,283,764
48,748,901

19,193,282
1,175,482
566,510
3,933,714
15,208,016
1,428,369
565,7141,034,810
1,500,000
4,519,248
6,984,584
7,578,448
8,841,528
57,372,809△

Fluctuation

△
△
△
△
△
△
△

△

325,905
103,687
82,510246,905
11,894,776
183,203
133,488
55,5941,000,000
63,6481,249,876
2,516,888
442,236
8,623,908

Expenses
Item
Personnel expenses
Expenses for education and research
Expenses for institutional administration
Interest on loans
Repayment of loans
Payment for land, buildings, and other construction in progress
Payment for equipment, libraries, and other
Payment for asset management
Other Expenses
Reserve fundExpenses-flow adjustment△

Cash and equivalents carried over to next year
Total

- 21 -FY2020FY201915,387,815
7,441,168
1,684,989
130,713
1,206,572

15,035,053
7,363,457
1,704,724 △
136,300 △2,522,140 △

352,762
77,711
19,7355,587
1,315,568

1,369,878
1,029,934
11,309,637
2,364,397
233,600
615,159
7,205,357
48,748,901

3,851,454 △
835,836
18,752,745 △
1,250,129
233,600
1,005,390
6,692,761
57,372,809 △

2,481,576
194,098
7,443,108
1,114,268
0
390,231512,596
8,623,908△

Fluctuation

Sophia School Corporation
FY2020Statement of Revenue and Expenditure
Item

Unit:1,000Yen

Tuition and other student fees

19,519,187

Entrance examination fees and other fees

1,071,795

Revenue

431,560

Grants4,107,334

Income from business activities

Expenditure

Educational activities

Donations

795,166

Miscellaneous

1,090,404

total

27,015,446

Personnel expenses

15,192,397

Expenses for education and research

10,177,689

Expenses for institutional administration

1,893,766

total

27,263,852

Balance of educational activities△ 248,406

Revenue
Expenditure

Except educational
activities

Interest and dividend

432,226

Others450,000

total

882,226

Interest on loans

130,713

Others0

total

130,713

Balance of except educational activities

751,513

Ordinary balance

503,107

Revenue
Expenditure

Extraordinary revenue
and expenditure

Income from the sales of assets

0

Others184,327

total

184,327

Net loss on disposition

283,118

Others0

total

283,118

Extraordinary balance△ 98,791

Reserve fund

233,600

Balance of current year before transfar to capital fund

170,716

Transfer to capital fund

△ 2,774,481

Balance of current year

△ 2,603,765

Balance carried over from previous year

△ 10,115,940

Balance carried forward to next year

△ 12,719,705（Reference）
Total revenue

28,081,999

Total expenditure

27,911,283

Total balance

170,716- 22 -